Measuring the Success of New Technology Implementations. And Power Drills.

DrillThe home page of our website includes a heading that reads “There is more to a successful project than finishing on-time and on-budget.” This resonates with many IT leaders, project managers, and project team members, but what does that really mean?

I’ve managed a lot of new technology implementations, and noticed that there is a tendency to measure project success soon after the implementation is over. While this might be an appropriate time to evaluate the implementation and/or planning efforts, typically it’s too soon to be able to gauge the success of the project as a whole.

Since their focused involvement often ends with the implementation, it’s easy to see how project managers (PMs) and vendors can be the worst culprits of this premature determination of success. Continue reading

The State of Medical Imaging and the Cardiovascular Information System (CVIS)

Cardiovascular Information Systems StrategyHealthcare diagnostic imaging has historically been one of the fastest growing areas of healthcare. According to the American College of Radiology (ACR) “in 2003, approximately 206 million imaging services were provided to a total of 34.8 million Part B Medicare beneficiaries. By 2006, that number increased 58.4 percent to 326 million services for 35.9 million beneficiaries. In contrast, evaluation and management services, major procedures, and laboratory tests grew 5.1 percent, 16.3 percent, and 14.2 percent during that same period.” But will this growth continue? Continue reading

“I’ve got good news, and I’ve got bad news: You are not a decision maker.”

Decision MakingIt’s one of the hard truths of life and projects: We can’t all be decision makers all of the time. And, even if we are one of the decision makers, we can’t all make all of the decisions all of the time. Some decisions get made for us.

Management and leadership courses often talk about being a great leader by “empowering” staff to make decisions. It’s a wonderful concept, no doubt about it. But it can also get out of hand quickly. If you’re in a leadership or management role, do you really want everyone involved in making every decision? Maybe not. Consensus can be a great thing, but it takes a lot of time to reach and if everyone is spending their time making decisions, who is going to actually implement those decisions? Continue reading

“I Can’t be Overdrawn. I Still Have Checks Left”: Project Portfolio Management and Checkbooks

Project Portfolio Management“I can’t be overdrawn. I still have checks left.” We have all heard this before, or at least know the intended meaning. It’s a reference to overspending and not being careful with your finances. After all, if you have checks left to use, then there must be funds to back them up, right?

Wrong! Not knowing how much money is left in the checking account leads to overdrafts. So why do some people avoid looking at the balance of their bank account? Because they don’t want any bad news, which they know is waiting for them when they finally do look.

How does this apply to project portfolio management and further to a Project Management Office (PMO)? Continue reading